Fostering a Deep Understanding of Markets: Q&A with Group Leader Michael Borello
Michael Borello’s name has become well-known within the network of Volaris companies – and for good reason.
The seasoned leader has accumulated nearly 20 years of experience in and around the software industry, with more than 16 years spent within the Volaris Group ecosystem. He first came to be part of Volaris when his previous employer was acquired in 2008.
At Volaris, he has blended his operational aptitude with M&A experience as a Group Leader. Along his way, he has seen the benefits of mentorship in shaping his leadership style, while also acting as a mentor to others. His passion for the software industry and approach to leadership reflect his dedication to his team and the businesses under his care.
Michael Borello’s story highlights the impact of understanding markets and fostering strong leadership. His dedication to helping entrepreneurs thrive within Volaris and his deep industry expertise make him a standout among our M&A leaders and a leader worth following.
"Accountability is key for me," Michael Borello says about his leadership style.
Although you’ve worked in the software industry for two decades, some people may not realize you didn’t start in software. Can you tell us more about your early education and career?
I earned a bachelor’s degree in communications from Bethany College in West Virginia, with a public relations track. It was a great experience that helped me develop the skills to communicate effectively in various industries.
After that, I started my career in retail, although that was more by accident, and quickly realized it wasn’t for me. I also did some work in construction and facilities planning. I transitioned into insurance underwriting as an appraiser and valuations consultant for insurance purposes.
This path eventually led me to MAXIMUS through an acquisition, and later, to Volaris when they acquired AssetWorks Appraisal, the company I was with at the time.
You eventually moved into M&A. How did that transition happen?
I completed my first deal in 2010, which gave me some initial experience. Then, around 2016, Volaris wanted to expand its capital deployment efforts, and since I had M&A experience, I was chosen to step in and help out.
It wasn’t exactly a smooth transition initially — we had to figure out some of our M&A processes as a team in the beginning. We had to build out resources, understand the markets we were planning to cover, and then start separating responsibilities. That process evolved into the M&A function we have today.
What early perspective on growth did you gain when you first joined Volaris?
One of the key lessons I learned early on was the importance of truly understanding your market—who they are, where they are, and how you’re going to reach them.
That understanding has shaped how we approach growth across all of our companies. It’s a fundamental principle I still apply today.
Can you share a specific example of this market understanding in action?
Recently, I attended a conference with Centurisk. It was a small association of state risk managers and I’ve known many of these people since 2007. It was eye-opening to see that, while Centurisk continues to perform well, new competitors are emerging.
Taking a closer look at this market prompted a conversation about whether we were giving this market the proper strategy, or more importantly, whether the strategy should evolve based on how the market has changed. The business decided to make adjustments to how they invest resources in this market.
You’ve overseen the growth of numerous companies within your group. What’s your approach to scaling them post-acquisition?
The market understanding I mentioned is crucial. For example, with Volaris-owned companies like InCircuit (now AssetWorks Asset Management), eQuip and Go Solutions, we focused on verticalizing the market.
The K-12 education market, for instance, is huge, and we found we had to break it down and focus on where we could be most effective — state by state in many cases. This targeted approach has proven successful for us, although each company is different.
What would you say to software entrepreneurs who are considering joining Volaris?
I always start by telling them that our relationship with their business is forever. I stay involved, helping them transition from deal-closing to running the business in the Volaris environment.
One of the things I emphasize is the need to step back and look at their company objectively, without the emotional attachment that often comes with being a founder. If we acquire a company, it’s because we believe Volaris best practices will work. That’s the foundation for everything moving forward.
How do the entrepreneurs you work with typically respond to Volaris’ approach to autonomy?
Most general managers appreciate the autonomy to run their businesses. For many, especially those looking to retire, it’s about ensuring that their people are taken care of. We offer a permanent home for their companies and a supportive community where they don’t have to worry about being micro-managed by external investors.
One key difference under Volaris ownership is we are not running “lifestyle” companies—we focus on smart, sustainable growth year over year.
What’s your favorite part about working at Volaris?
The constant learning. Every day, I pick up something new. Whether it’s in M&A or operations, I’m always growing as a leader.
If I knew back in 2018 what I know now, things would have gone even smoother. That’s what I love—it’s never the same day twice.
How would you describe your leadership style? What leadership qualities do you value the most in others, and how do you incorporate them into your daily work?
I’d say I’m pretty easygoing, but I also have high expectations. I never ask anyone to do something I wouldn’t do, or haven’t done myself.
Accountability is key for me—whether something goes right or wrong, I expect the leadership team to own it and learn from it.
Ownership and execution are also crucial. I look for leaders who are willing to do the hard things, to make tough decisions, and to push their teams forward. Those are the qualities that help people rise through the ranks with me.
Did you have mentors who influenced your leadership style?
One of my earliest was Jim Paulits, who was a temporary President of MAXIMUS Asset Services when I was there. He taught me how to think about business leadership. From there, it was John Hines, a longtime executive within the Volaris network of businesses, who helped me continue that path.
I also learned a lot from Ken Slaughter, who was a Portfolio Manager at Volaris — particularly about software operations. And then there’s Ellena Howze, a General Manager at AssetWorks — she’s been with us since 2010 and taught me more about software development than anyone else.
Another mentor is Volaris Executive Chairman Mark Miller. Every time I’m with him, I learn something new.
Looking forward, what excites you most about the next phase of your career within Volaris Group?
What excites me most about the next phase of my career at Volaris Group is the opportunity to support and collaborate with a highly talented leadership team that has a proven track record of driving results.
I’m inspired by their commitment, strategic thinking, and innovative approaches, and I’m confident that, together, we can achieve even greater success. Our collective vision and ambition set the stage for transformative growth, and I’m eager to help guide the team as we unlock new opportunities for the organization.
Each leader is empowered, creating a culture of continuous improvement, and driving initiatives that not only enhance profitability but also position us as a leader in our industries.
It’s a privilege to be surrounded by such dedicated professionals, and I’m excited to see what we’ll accomplish in the future.
What do you enjoy doing in your free time?
I'm very family-oriented and always enjoy spending time with family whenever possible.
I also love sports, especially going to live events. Whether it’s football, baseball, or anything else, I enjoy the atmosphere, being with people, and just having a good time.
Lastly, who should reach out to you in the M&A space?
Anyone who thinks they can learn something from me—or who has something to teach me. I’m always open to conversations where both sides can grow.